The role of star individual contributor seldom prepares someone to effectively manage the performance of other people. These conversations should help with the transition.

Most people remember the first time they became a manager.

They were probably a high performer who got promoted into the position because of their abilities. And it probably didn’t take long for them to figure out that the skills that helped them become a high achiever weren’t necessarily the skills that would make them an effective leader.

Actually, the role of individual contributor seldom prepares someone to effectively manage the performance of other people.
This is because a first-time manager must deal with three new realities.

1. They have a different focus. They are no longer responsible for only their work; they now need to manage the work of others. This means dealing with concerns about people’s work performance that, if they were an individual contributor, they could overlook.
2. These managers have different relationships. Many first-time managers must not only get to know their new manager and management-level peers but also navigate a changed dynamic in which their former co-workers now report to them.
3. For first-time managers is that they have a different level of impact.They now have the opportunity to influence not only staff members but also the organization as a whole.

One vital skill that can help, is the ability to hold meaningful conversations with direct reports, colleagues and their own leaders.

4 Types of Conversations

1. Goal Setting Conversation

This conversation clarifies what good performance looks like, why the task needs to be performed and how it will positively affect the individual, team and organization when accomplished.

2. Praising Conversation
The Praising Conversation takes place between manager and direct report when things are going well and moving in the right direction. This is especially true when someone is working on a new skill or task, as praising helps build confidence.

3. Redirecting Conversation
The Redirecting Conversation takes place when things aren’t going as well as expected with a direct report. The focus of this discussion is to find out what went wrong by asking questions and listening to the answers.
A manager who listens closely during this type of conversation might learn helpful information such as personal issues and ineffective internal processes that affected the ability to finish the task.

4. Wrapping Up Conversation
The Wrapping Up Conversation happens at the completion of a task or project. It offers the opportunity for a manager to celebrate a direct report’s accomplishment as well as new knowledge or skills gained during the process. It is also a good time to discuss what could be improved in the future.